Due 3A: HW2A Lab Manual Pgs.

. 15-16 - Unit Conversions Worksheet - Units in Equations Worksheet Due 3B HW2B 13, 17, 39 Pearson pg 48-51 - Weir problem Excel Spreadsheet Due 3C HW2C Engineering Discipline Memo Start Team Presentations

Section L03
Session 3C 4A 4B 4C 5A 6A Teams 3, 4 6, 7 5, 12 8, 10 11, 2 9, 1

Section L13

ENGINEERING DESIGN PROCESS AND TEAMING

Ms. Mary Fraley Sept. 16, 2013

ENG 1101 Lesson 3A

Last time

Technical presentations Engineering presentation topics

Any questions on the Weir problem? How many significant figures should your answer have?

Is the height and width of the weir exact? If you are choosing the dimension, it can be as exact as you need it to be!

Todays Agenda
Engineering design process Teaming

SECTION L03: Engineering Innovation Presentations

Category Team 1 2 3 4 5 6 7 8 9 10 11 12 13
(Max 3 per Category)

Presentation Topic Wave Jet Smart Phone CHECK LIGHT TOX SPOT Tesla Car Big Ass Fans Dockwise Vanguard Leap Motion Sensor 3D Printer NASA Phone Satellite Sky Crane Rapid Blocs Red Bull Stratos Pressure Suit

Session & Order 6A - 2 5A - 2 3C - 1 3C - 2 4B - 1 4A - 1 4A 2 4C 1 6A - 1 4C - 2 5A - 1 4B - 2

Session 3C 4A 4B 4C 5A 6A Session 3C 4A 4B 4C 5A 6A

Order 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 Teams 3, 4 6, 7 5, 12 8, 10 11, 2 9, 1

Recreation Security Security Auto Home Engineering Gadgets Gadgets Aerospace Aerospace Engineering Aerospace

SECTION L13: Engineering Innovation Presentations

Category Team 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
(Max 3 per Category)

Presentation Topic Google Glass Form 1 3-D Printing SPACE X Diesel Engine in Ton Truck Chevy Volt Spray on Skin Tech Air Race Suit Symplicio Hydroelectricity Complex Nano Humming Bird UAV Bioprinting Light Field Camera Scout XT Catamaran Samsung SUR40 (Microsoft Surface) Ford Eco-Boost Motor BioSoil

Session & Order 3C - 3 4B - 2 3C -1 4C - 1 4A - 2 4C - 2 6B - 1 6A - 1 4A - 3 4B - 1 5A - 2 4A - 1 5A - 1 3C - 2 6A - 2 6B - 2 Session 3C 4A 4B 4C 5A 6A 6B Teams 3, 14, 1 12, 5, 9 10, 2 4, 6 13, 11 8, 15 7, 16 Session 3C 4A 4B 4C 5A 6A 6B Order 1, 2, 3 1, 2, 3 1, 2 1, 2 1, 2 1, 2 1, 2

Gadgets Gadgets Aerospace Auto Auto Health Recreation Engineering Security Health Gadgets Security Recreation Entertainment Auto Green

Engineering Design Process

Engineering Design
From E-Source text, Chapter 1

A process of devising a component, system, or operation that meets a specific need.

How do we do it?

Problem Design

Solution

Engineering Design: A Cyclic Process

Start
(Define the Problem)

Gather Information

Define Criteria

Choose a Strategy Develop Alternate Solutions

No
Does solution meet requirements?

Revise

Yes

Document

Build a Prototype

Documentation of Fabrication Specifications

9 Jean Kampe

Test and Evaluate

Engineering Design: A Cyclic Process

Start
(Define the Problem)

Gather Information

Define Criteria

Choose a Strategy Develop Alternate Solutions

No

Revise

Yes

Does solution meet requirements?

Document

Build a Prototype

Documentation of Fabrication Specifications

10 Jean Kampe

Test and Evaluate

Decision matrix areas

Design Criteria and Constraints

design criterion n:

Characteristic related to the solution, such as cost, size, or weight, that is designer chosen as an evaluation factor (also known as objective) worded as the solution should be __________ e.g., inexpensive, small, or light Note the Greek plural: design criteria Compare

design constraint n:

an imposed boundary placed on the design solution by an external (to the design team) agent or force (e.g., the boss or nature, governmental restrictions)

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In Class Activity

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As a team, answer the following:

An engineering design team is tasked by a company operating in the United States to design and construct a device to clean (i.e., scrub) factory smoke stack emissions before they are vented to the atmosphere. For this scenario, consider each item listed below, and identify each item as one of the following: a design criterion, a design constraint, or neither if you decide the item does not fit either category.
Cost to manufacture Device efficiency State emission regulations Federal emission regulations
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Device aesthetics Ease of device implementation Frequency of device maintenance Expected range of emission flow rates

Answers
An engineering design team is tasked by a company operating in the United States to design and construct a device to clean (i.e., scrub) factory smoke stack emissions before they are vented to the atmosphere. For this scenario, consider each item listed below, and identify each item as one of the following: a design criterion, a design constraint, or neither if you decide the item does not fit either category.
Cost to manufacture Device efficiency State emission regulations Federal emission regulations
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criterion criterion constraint constraint

Device aesthetics Ease of device implementation Frequency of device maintenance Expected range of emission flow rates

neither criterion criterion constraint

The Design Process: Understanding the Problem

Client Statement (the need)

Problem Definition 1. Clarify design objectives (criteria) 2. Establish metrics for objectives 3. Identify constraints 4. Revise problem statement
Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009). Engineering Design: A Project-Based Introduction (3rd ed.). Hoboken, NJ: John Wiley & Sons

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Understanding the Problem

The problem statement/definition (from the client) may contain:

Errors

incorrect or faulty information omission of key information are inaccurate reflect a limited view point the clients idea of how to solve the problem

Biases presumptions about the problem situation that

Implied solutions

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Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009). Engineering Design: A Project-Based Introduction (3rd ed.). Hoboken, NJ: John Wiley & Sons

Defining and Clarifying the Problem

Questions to be asked:

What features should the solution have? What should solution do? How will you do that? Why do you want that? Client Potential users Experts Literature searches Existing products Patent searches Relevant codes and regulations

Whom to ask? (through surveys and interviews)

Where else to look?

Identifying Attributes and Characteristics of the Solution

Criteria (a.k.a. objectives)

desired attributes and behavior being rather than doing quantified using metrics Strict imposed limits the design must meet framed into a binary choice of met or not met (yes or no)

Quantified given a numeric value If the criterion is portable, an appropriate metric may be weight* If the criterion is easy to assemble, an appropriate metric may be time to assemble *Note that metric values are used to assign a rating to candidate designs, but they are NOT themselves the ratings; e.g., for a criterion of being portable, heavier designs should receive lower ratings, but their weight (metric) values would be high.

Constraints

Functions

actions that a successful design must perform doing rather than being

Implementations

specific choices of design options, like material choices (e.g., an aluminum ladder) that allow no further choice solution dependent

22

i>Clicker Question 1
Consider a new design for an extension ladder.
Must be made of 10% recycled materials is a/n
A. B. C. D. E.
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Criterion Constraint Function Implementation None of the above

i>Clicker Question 1
Consider a new design for an extension ladder.
Must be made of 10% recycled materials is a/n
A. B. C. D. E.
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Criterion Constraint Function Implementation None of the above

i>Clicker Question 2
Consider a new design for an extension ladder.
Fiberglass I-beam sides is a/n A. Criterion B. Constraint C. Function D. Implementation E. None of the above
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i>Clicker Question 2
Consider a new design for an extension ladder.
Fiberglass I-beam sides is a/n A. Criterion B. Constraint C. Function D. Implementation E. None of the above
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i>Clicker Question 3
Consider a new design for an extension ladder.
Weight to length ratio is a/n
A. B. C. D. E. Criterion Constraint Function Implementation None of the above

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i>Clicker Question 3
Consider a new design for an extension ladder.
Weight to length ratio is a/n
A. B. C. D. E. Criterion Constraint Function Implementation None of the above
This is a metric for a criterion such as portability; the ladder can be portable (the criterion) and one way to measure portability is with a weight to length ratio (a metric), which yields a number

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i>Clicker Question 4
Consider a new design for an extension ladder.

Ladder extends is a/n

A. B. C. D. E. Criterion Constraint Function Implementation None of the above

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i>Clicker Question 4
Consider a new design for an extension ladder.

Ladder extends is a/n

A. B. C. D. E. Criterion Constraint Function Implementation None of the above

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Generating a Criteria List

Criteria (a.k.a. objectives)

desired attributes and behavior being rather than doing quantified using metrics

Generate a list of characteristics and attributes in response to questions about the problem Remove constraints, functions, and implementations from list

Save these for later use Sometimes design teams choose to be more restrictive with respect to an imposed constraint. Then that constraint also becomes a criterion. For example, a constraint for fuel economy is 35 mpg, but the design team decides they want a fuel economy of 45 mpg. Ask why a criterion is important Sub-levels address how Higher levels address why If you listed weight, change it to lightness or heaviness as appropriate

Group or cluster similar criteria

Identify criteria of similar importance

Convert metrics and units to the appropriate criteria

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The Objective Tree A Graphical Representation of the Criteria List

Safe Ladder

criterion = objective
Marketable

Safe

Stable

Stiff

Useful

Inexpensive

Portable

Durable

Light in weight

Small

Independent of the solution (i.e., the final design) How deep? Stop when functions and implementations begin to appear An objective tree should be built whenever you evaluate a new part/system/subsystem within your design

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Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009). Engineering Design: A Project-Based Introduction (3rd ed.). Hoboken, NJ: John Wiley & Sons

Weighting Criteria -

Safe Ladder

Objective Tree
Marketable

Pairwise Comparison Chart

Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009). Engineering Design: A Project-Based Introduction (3rd ed.). Hoboken, NJ: John Wiley & Sons

Safe

Stable

Stiff

Useful

Inexpensive

Portable

Durable

Light in weight

Small

Directly compare two objectives to score the row item: 1 = more important than column header, 0 = less important Compare only objectives emanating from a common node at the same sub-level Compare higher-level objectives first Know whose values are being assessed. Results give an approximate subjective judgment of relative importance rather than a definite measurement Total Criteria Inexpensive Portable Useful Durable (the row sum) 0 1 1 0 0 0 0 0 1 1 1 1 1 3 2 0 Portable Useful Durable

Inexpensive

Be consistent! Being portable is more important than being inexpensive in both comparisons.

How will we determine how well a design alternative achieves the objective?

Use Metrics to rate candidate designs Develop metrics by

Identifying something appropriate to measure about the objective (cost, weight, or a subjective measure that you define) Identifying means of assessing the measure of alternative designs in the same units (dollars for cost; lbf for weight) Determining if measurement and evaluation is feasible Note: the measurement is NOT the rating! Example: The weight of laptop A may be 4.5 lbf, while weight of laptop B is 7.0 lbf, so A gets a rating of 9 out of 10, and B a rating of 5 out of 10.

Here, lightness is the criterion, weight is the metric, lbf is the unit of measure. Criterion Tests: The laptop should be light. Weight or lbf would sound A lighter laptop is better. odd in these statements. Metric Test: What did we measure? weight Unit Test: How did we report the measurement? in lbf

35

Characteristics of a good metric

It is a measure of something directly related to the criterion that gives you a number or value It is capable of an appropriate level of precision or tolerance It is repeatable It is expressed in understandable units of measure It promotes clear interpretation

Example: If the criterion is easy to assemble,

Possible metrics
Number of parts Time to assemble

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Decision Matrix

For someone with a tight budget who needs to Indication of relative importance of purchase a car
criterion (objective)
Criteria Weight % 10 5 20 15 20 30 100 Neon Rating 2 3 10 4 4 10 Score 20 15 200 60 80 300 675 Vehicle Alternatives VW Jetta Rating 5 6 6 8 6 6 Score 50 30 120 120 120 180 620 Porsche 911 Rating 10 9 4 6 8 1 Score 100 45 80 90 160 30 505

Criteria High Performing Attractive Fuel Efficient Safe Reliable Affordable Totals
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Rating tells how well alternative meets the criterion.

Rating scale must be set so that a higher rating means a better meeting of objective.

Score = Weighting Factor Rating

Decision matrix
Criteria come from Criteria List
Criteria High Performing Attractive Fuel Efficient Safe Reliable Affordable Totals

Weighting factors are assigned after completing pair-wise comparison chart(s)

Vehicle Alternatives VW Jetta Rating 5 6 6 8 6 6 Score 50 30 120 120 120 180 620 20 15 200 60 80 300 675

Criteria Weight % 10 5 20 15 20 30 100

Neon Rating 2 3 10 4 4 10 Score

Porsche 911 Rating 10 9 4 6 8 1 Score 100 45 80 90 160 30 505

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Ratings come from comparing metric results for candidates; use an appropriate metric for the given criterion

Teaming

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ENG1101 Definition of a Team

A team is a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

Katzenbach, J.R. and Smith, D.K. (1993). The Wisdom of Teams: Creating the High-performance Organization. Boston: Harvard Business School.
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Stages of Team Development

Forming (orientation) Storming (conflict) Norming (cohesion) Performing (performance) Adjourning (dissolution)

41

A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. Engineering Fundamentals and Problem Solving. Boston: McGraw Hill, 2002.

Forming (orientation)

Tentative interactions Polite discourse Concern over ambiguity Self-discourse

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A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. Engineering Fundamentals and Problem Solving. Boston: McGraw Hill, 2002.

Storming (conflict)

Criticism of ideas Poor attendance Hostility Polarization or coalition forming

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A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. Engineering Fundamentals and Problem Solving. Boston: McGraw Hill, 2002.

Norming (cohesion coming together)

Agreement on procedures Reduction in role ambiguity Revision of team "rules" based on team experience Increased "we" feeling

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A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. Engineering Fundamentals and Problem Solving. Boston: McGraw Hill, 2002.

Performing (getting things done)

Decision making Problem solving Mutual cooperation High task orientation Major emphasis is placed on performance and production
A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. Engineering Fundamentals and Problem Solving. Boston: McGraw Hill, 2002.

45

Adjourning (dissolution)
End of team function

46

A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. Engineering Fundamentals and Problem Solving. Boston: McGraw Hill, 2002.

Effective Teamwork Includes:

Listening Offering constructive feedback Effective use of meetings Defining tasks that need to be completed Commitment of all team members

http://orrinwoodward.blogharbor.com/blog/_archiv es/2008/2/13/3519672.html

http://healthysnacking.blogspot.com/2011/06/obtainingfeedback-from-emailing.html

http://www.brendacarescorner.com/2011/08/wordp ress-administration-daily-tasks/

http://www.startupbooster.com/2009/12/29/ entrepreneur-why-you-should-follow-throughwith-your-commitments/

Common Team Problems from a Student Perspective

One of my teammates never comes to class One of my teammates never participates No one comes to the meetings prepared to work One of my teammates is rude Most of my teammates want to skip process steps and rush to the last part My team procrastinates One of my teammates does not trust anyone elses work

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Team Building Issues

Interdependence Goal specification Cohesiveness Communication Roles Norms

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What is a norm?

Like a rule or standard Often unwritten and widely applied without argument Often different in different cultures, and can change over time Examples include:

Listen quietly while others are speaking Do not interrupt Arrive at meetings on time

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Written in a Code of Cooperation in ENG1101

Code of Cooperation
Governing rules for a teams behavior

Sets norms for individual behavior Sets norms for appropriate team interactions Includes appropriate rewards and sanctions Is developed by the team

Updated on a continual basis Accessible to all team members

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Effective Teamwork Includes

Development of a Code of Cooperation Use of roles Development of effective listening skills (Check for understanding: is everyone on the same page?) Ability to give and receive constructive feedback Use of agendas to plan and conduct efficient meetings Contact time prior to meeting for non-task related discussions Definition of decision-making processes to be included in the meeting "Issue Bin" to provide time for task related issues not on the agenda "Action List" to record assigned tasks Process checks to ensure continuous improvement Commitment from ALL members of the team

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Meeting Agendas and Minutes

Agenda

Lists topics to be covered in upcoming meeting Is prepared by meeting coordinator Is distributed to team 24 hours in advance

Minutes

Record attendance and meeting location Record discussion/decisions made during the meeting Include ACTION ITEMS to be done for next meeting Are distributed to team within 24 hours of meeting adjournment

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Sample Agenda
Meeting Agenda ENG 1101, Section 10, Team 4 Attendees: Chris Adams, Terry Jones, Janis Algood, Willie Horton Date: 08 September 2013 Location: Dillman 207 Subject: Hazard analysis planning meeting ________________________________________________________ 1. 2. 3. 4. Review and approval of minutes from previous meeting Review of overall project progress Review of device design Hazard analysis a. Breakdown of design into components b. Assignment of components to team members c. Review hazard analysis approach d. Set completion deadline 5. Open discussion 6. Adjournment
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Sample Minutes

Meeting Minutes
ENG 1101, Section 10, Team 4 Attendees: Chris Adams, Terry Jones, Janis Algood, Willie Horton Date: 08 October 2013 Location: Dillman 207 Subject: Hazard analysis planning meeting ____________________________________________________________________________ 1. Minutes from 30 September 2013 approved. J. Algood requested correction on decision status of hazard analysis approach. Correction will be made. There was team consensus that the project is on schedule according to the project Gantt chart. T. Jones noted that the team had built in some flexibility in the project time line. Device design was reviewed. C. Adams presented the final design sketch and the decision matrix the team used to compare candidate designs. Hazard analysis discussion: a. Device design was broken down into its major components b. Assignment of components to team members was made I. C. Adams: drive train II. T. Jones: casing and casing attachment III. J. Algood: power system IV. W. Horton: feedback control and cooling unit c. Hazard analysis approach (FMEA) was reviewed. W. Horton downloaded Dale Anderson journal article and distributed to team by e-mail. d. Hazard analysis for all components to be completed by 20 October 2013 In open discussion, T. Jones recommended that the team together examine the hazards of device component integration at the next meeting. Next meeting slated for 21 October 2013, Dillman 207 Meeting adjourned

2.

3.

4.

5.

6. 55 7.

Meeting Duties

Assign these roles to team members for each meeting

Meeting coordinator Recorder Timekeeper Devil's advocate

Roles should rotate from meeting to meeting, so that no one has the same job at the next meeting

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Individual Homework Due 3C

Reading for 3C: Pearson text Chapter 5, pages 147167 Chapter 5 in your Pearson book discusses statistics and quality control; these are the foundation of Six Sigma management, an approach that began at Motorola and has expanded across many industry types and many product companies. Google Six Sigma to see how important this reading is.

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Homework
Reading for 3C:
Pearson Ch 5, pgs 147-167 (basic statistics and quality control)

Team Homework: due 4A

Code of Cooperation Memo See Lab Manual pages 13-14 for detailed instructions Type in MS Word (hand-written material is not acceptable) or use memo template found on Canvas